Process improvement / change management to comply with federal law
The following is a case study about best practices, involving the Division of Public Assistance for the state of Alaska, working with Professional Growth Systems.
Situation and critical issue
The Alaska Division of Public Assistance (DPA) was challenged to reorganize and restructure its welfare program to meet Federal Welfare Reform Act requirements. The Welfare Reform Act had become law and was requiring state governments to move from an entitlement benefit program to a performance measurement system that would move welfare recipients into jobs. If the new standards were not met, the DPA would be penalized.
Needs
The DPA needed:
- A new process for management of its welfare program.
- Help in reorganizing staffing resources.
- Documentation of current processes as well as their failures and challenges.
- New standards and a re-design of its processes, to achieve the desired levels of performance.
- Help with rolling out improvements, trainings and the transition to the new processes with staff to minimize any negative impacts or resistance to change.
- A means of monitoring the entire project.
Solutions
Professional Growth Systems (PGS) assisted DPA to reorganize staffing resources as well as restructure the current workflow process. PGS used flowcharting and process mapping to analyze current processes, identify problems, and restructure the processes, to meet the new standards. The project affected every facet of DPA’s business, from the minute a customer was greeted, and it included the creation of the reports used to monitor individual and system performance. A representative from a non-profit research group provided technical support to DPA, regarding the changes brought on by the Welfare Reform Act. This representative worked with PGS throughout the project.
Results
Bonuses of $6.36 million, not penalties
Rather than having to pay penalties for failure to meet the requirements of the Welfare Reform Act, the aggressive welfare-to-work project planning and project monitoring, secured bonuses of $6.36 million for performance achievement from the federal government in fiscal years one and two. In addition, the state of Alaska would go on to receive additional funding for its performance for other categories of welfare reform.
Little or no negative effect on staff and customers
The changes were brought about without affecting the customers of the Alaska Division of Public Assistance, at all. Staff were included throughout the process, their ideas and input valued, and they were coached on making the transition. This resulted in a smooth, highly-effective change management process. The project took more than a year to complete, and, during that time, all service delivery offices throughout the state underwent staffing adjustments and workflow modifications. However, with PGS’ assistance in outlining and tracking the project, the negative impact on the staffs in these offices was minimized.
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